Scott Bunce 4+ Years Of Innovation

IHG©
4+ Years Overlapping
Project Management
Scott Bunce – IHG Project Management
Date if required Private and confidential 1

• Program Initiation: Tim Genovese
• Methodology: Agile approach
• Tools Used: Owner Interviews, Design Partner Interviews,
Development Sales Interviews, Owner Relations interview, GT
partnership, System Analysis
• Before & After: From old PIP Tracking Tool to Launch
• Program Success: Launch Dec. 2014
• Unique Challenges: GT
• Overcoming Challenge: Constant Involvement & Reporting
Design Project Manager
DPM

IHG©
Agenda
• Baseline/Current State
• Research
• America’s D&C Update
– DPM Project Scope
– DPM Overview
– DPM Future Interfaces
– PIP Process
• DPM Conceptual Wireframe
– DPM Timeline
• Outcome / Success
• Q&A
Private and confidential 4

IHG©
Baseline/Current State D&C
• Customer research with external owners, architects, and design
professionals (internal stakeholders)
• The need to be more competitive in the marketplace
• Customer requests for shorter, more direct PIPs with a faster turnaround
• Knowledge that our current manual process lacks efficiencies
• The need for a more robust tracking / project management system
(current PIP tracker 10+ years)

IHG©
Research
• 19 Key Stakeholders and
Corporate Staff Interviewed
• 28 Owners, Architects &
Designers Interviewed
• Benchmarked PIP’s with Hilton,
& Starwood Brands with focus
on Marriott
• Feedback from 30 Architects &
Designers from initial D&C
Immersion program in May
• Global Technology, Global D&E
Team & PMO Teams involved In
DPM Technology Development
• Design & Construction Key
team members: Cinja, Tony,
Michael, Lauren, Kelvin, Gil,
Shannon, Gary
• Discussion and feedback from
entire D&C team at Art U
change management session

IHG©
Project Scope
IN SCOPE
Replace current legacy system
Provide real-time system integration
Standardize processes
Workflow capability
Milestone and activity alerts
Mobile visit updates
Internal and External dashboards
Bluebeam integration
OUT OF SCOPE
[x] SRD scheme and prototype
management
[x] Large format scanners and Printers

IHG©
D&C PIP System Journey
Old State - PIP Tracker Current State – PIP Tracker Future State - DPM
• Bottlenecks identified
• Updated phase 1 & 2 of Digital
Library (DIL) improvements
• HingePoint selected and
drilling down system
requirements
• BlueBleam rolled out for
electronic plan review
• New consistent PIP Templates
being rolled out for all brands
• Working with global
technology and global D&E
teams
• System build out beginning in
June
• Manual PIP’s taking weeks to
deliver, and leading to copy
and paste mistakes
• Heavy PIP size, anywhere
from 50% – 75% longer than
competitor PIP’s
• Inefficient manual process of
cut and paste from PIP’s to
Plan Review
• PIP Tracker 10+ years old, on
an Access database with no
connectivity
• No owner visibility
• Slow response time and
lacking integration to systems
• External customer interface
• Internal and external
dashboards for Owners
and key IHG staff
• Automatic alerts and
reminders as to upcoming
milestones and past due
dates (internal / external)
• System working end to end
interfacing with current IHG
legacy systems
• Integrating BlueBeam plan
review into DPM
• DPM scheduled to be
functional by late 2014

IHG©
High Level Vision PIP Tracking System (based on CTQ’s)
PIP Project Example
New D&C PIP Tracking System (Database)
HOMORM QEM
Data on owners &
projects including
correspondence fed
to/from ORM
Continue link to HOM
tasks for Conversion
projects
Pull data on quality
issues to include in
PIP. Push data on
project scope,
schedule, Waivers, etc.
Growth
Pull ‘System of
Record’ data for
Hotel Contracts
Alerts
Alerts
Other
systems
I.e. BlueBeam, Design
Connect, HeartBeat,
HCM, Alfresco, QEM,
DIL

IHG©
PIP Project Example
Electronic PIP
Request
Info prepopulated
from:
Hotel Content
Manager, QEM, ORM
PIP
Walkthrough
w/ PIP Tablet
(DIL)
Scope & Photos
Loaded into Project
Tracking. Report
automatically produced
Design
Scheme
Selection w/
3D Design Tool
PIP, Plan or Owner browse
& select SRD scheme in
3D Design Tool. Choice is
logged in system
Electronic Plan
Review –
(Bluebeam)
Construction
Visits
Owner upload plans.
Electronic review w/
scope & comments
logged in system
PIP scope, plans,
photos & review
approvals available on
PIP Tablets
HOMORM QEM
Data on owners &
projects including
correspondence fed
to/from ORM
projects
PIP. Push data on
project scope,
schedule, waivers, etc.
Growth
Pull ‘System of
Record’ data for
Hotel Contracts
Alerts
Other
systems
Connect, HeartBeat,
HCM, Alfresco, QEM,
DIL
Alerts
Alerts
Alerts

IHG©
PIP Project Example
Electronic PIP
Request
Info prepopulated
from:
Hotel Content
Manager, QEM, ORM
PIP
Walkthrough
w/ PIP Tablet
(DIL)
Scope & Photos
Loaded into Project
Tracking. Report
automatically produced
Design
Scheme
Selection w/
3D Design Tool
PIP, Plan or Owner browse
& select SRD scheme in 3D
Design Tool. Choice is
logged in system
Electronic Plan
Review –
(Bluebeam)
Construction
Visits
Owner upload plans.
Electronic review w/
scope & comments
logged in system
PIP scope, plans,
photos & review
approvals available on
PIP Tablets
HOMORM QEM
Data on owners &
projects including
correspondence fed
to/from ORM
projects
PIP. Push data on
project scope,
schedule, waivers, etc.
Owner Dashboard
Internal Dashboard
Growth
Pull ‘System of
Record’ data for
Hotel Contracts
Alerts
Alerts
Reporting
Alerts
Other
systems
Connect, HeartBeat,
HCM, Alfresco, QEM,
DIL
Alerts
Cloud Storage

IHG©
Future State
13
DPM
Salesforce
Ops Suite
Scheduler
GROWTH
HOM
HeartBeat
QEM
Alfresco
In/Out
Inbound
Outbound Outbound
In/Out
Future PIP Interfaces
HCM
PeopleSoft
Inbound
Inbound
Gmail
Outbound
Inbound

IHG©
New PIP Template
• Consistency among all brands in Americas (potentially other regions)
• Improve owner’s perception of IHG/ Design & Construction
• Ease of use (scope is more focused) – internal and external
• Modifying the current process/approach in anticipation of coming technology
• Enabling efficient and effective consulting
• Capability of PIP in a day when DPM is complete
• Manual introduction / Electric format with DPM

IHG©
Comparing Old Versus New
 Different versions of the template with
different versions of cover letters
 Information added into the PIP that is
available elsewhere
 Resource links repeated throughout the file
 Pictures, pictures and more pictures
 Disclaimers, disclaimers and more
disclaimers
 Design guidance and standards copied in
to sections
 Details entered on the item level
 Canned statements listed in Life Safety
section
 Simplified format
 Fewer key descriptions
 Less formatting
 Fewer pages
 Picture removed (with exceptions)
 Milestones listed in the front
 Streamlined verbiage at the item level
 Descriptive cover letter
 ADA and Life Safety sections pared down
and moved to the end
 Comments more direct and to the point

IHG©
Review upscale templates

IHG©
Philosophy of the new templates
 Direct use of terms; Provide – Replace – Modify as the action descriptor for
each specified item
 Use pre-populated statements when they are appropriate
 Streamline the teams time necessary to write the PIP scope
 Use the cover letter to insert your creative expertise and market insight
 Cover letter allows us to frame necessary PIP scope to market assessment
and competitor attributes

IHG©
Cover Letter Format
Dear Mr. XYZ,
Describe the competitive landscape (market, local competitors – an expanded version of the property
summary provided for FAC)
Provide insight from Guest Experience (data from QEM to identify keys issues, areas of concern or
positive highlights)
Share the Brand Strategy (and how it relates to this property physically)
Elaborate on High Level Issues
Sincerely,
Joe Pipper

IHG©
Guidelines for Use
1. Current state pictures are not included in the PIP unless they are vital to making a
point
2. Use the cover letter or the sub-areas to elaborate with your creative and design
expert comments
3. Moving to the Provide, Replace, Modify as the three key actions
4. Don’t include why something needs to be changed, just note the need:
Example:
Replace drapery
~versus old~
Style of guestroom drapery is dated and should be replaced with a current approved design
package. Please refer to the IHG Design and Construction website ihgdesignconnect.com
(passcode: games) for various resources required for the successful implementation of your PIP
including Brand Standards, Design Guidelines, and information on the Standardized Room
Design program

IHG©
Project Summary
Wireframe Prototype

IHG©
High-Level Timeline
Design
Develop
Deliver
04/14 05/14 06/14 07/14 08/14 09/14 10/14 11/14 12/14
Discover
Kickoff Research
Design
Definition Screens Workflow Workflow Workflow
Develop
&Design
Prototype System Build System Build System build
System build &
Pre-UAT
Develop
&Deliver
System Build Integration UAT Launch
Proposed Regional TrackRegional adaption is
proposed after AMER core
functionality and systems
integrations are developed.
Design
Develop
Deliver

IHG©
Measuring Success

IHG©
• Tools Used: Review of all revenue management systems, global
interviews
• Before & After: From “no tool” to wire frame and “go forward
plan”
• Measurement Plan: Signed off scope of work & final presentation
• Program Success: Completed on time and with in budget
• Unique Challenges: Hands off & lack of feedback
• Overcoming Challenge: Enforcing status meetings
.
Global Revenue
Management Dashboard

IHG
Performance Management /
Dashboard Strategy
Room Performance Metrics Definition –
Analyze Phase
v.4.0
24

The objective of the IHG Room Performance Metric Definition Project is to increase the visibility,
consistency and efficiency of measuring room revenue.
The scope of the project is Room Revenue Performance Metrics and Predictive Modeling capabilities.
As part of the project AnswerAnalytics will analyze and define enterprise Room Revenue Metrics
used to improve strategic planning, room forecasting, and performance reporting.
Objective and Scope
25
AnalyzeMeasurePlan Improve

Plan
Start wk 3 wk 6wk 1 wk 2 wk 4 wk 5
Room Performance Metrics
Improve
Room Performance
Metrics Strategy Approach• Plan
• Measure
• Analyze
• Improve
Measure
Analyze
wk 7
Stage1
Stage2
Stage3
Stage4
Timeline & Deliverables – Analyze Phase
We are here
• Road Map
• Interview Questions
• Current State POV
• Room Revenue Management
Measure Phase POV
• Categorized and Catalogued
Room Revenue KPIs
• Room Revenue Information
Strategy Matrix
• Room Revenue
Management Analyze
Phase POV
• KPIs Definition &
Recommendation
• Dashboard Wireframe
• Final Information
Matrix Requirements
• Final Dashboard
Wireframe Layout
• Final Presentation and
Project Sign -Off
26

Summary – Analyze Phase
AnswerAnalytics followed a structured approach to analyze the room revenue metrics and conceptualize the wireframe and flow that address the
needs of corporate, regional and property level views. The team developed the wireframe design by evaluating the perspective of each
dashboard user profile and their unique needs for analysis on business deviations and trends.
Key FindingsApproach
1 Analyze and prioritize a Room Revenue KPI’s
 Review and test the KPI’s for the degree of complexity.
 Divide the Metric's into Core, Enhanced and Advanced - Based on
metrics that are existing, interviewee common desire to have,
and leveraging knowledge and industry experience for advanced.
2
Indentify how key stakeholders view KPI’s to quickly
assess areas of opportunity
 Categorize KPI’s based on areas of functional hospitality needs.
 Analyze the categories to create a better grouping to allow the
dashboard to be more intuitive
3 Narrow decision-making KPI’s into key Strategic
Business Drivers
 Construct categories for focusing on areas that cause deviation in
revenue, competition performance, financial productivity and
guest satisfaction.
4 Leverage highly parameterized views
 Lay out the wireframe in a way that is logical and intuitive for
users and key stakeholders.
 Ensure dimensions are aligned with stakeholder requirements.
 Based on the Core, Enhanced , and Advanced metrics the outcome is
the Metric Value Map.
 This Metric Value Map allows the organization to use a 5 phase
approach to build the dashboard based on the complexity vs. Core,
Enhanced and Advanced metrics in a logical fashion.
 We found the groupings to be aligned with STR, Productivity, Food
and Beverage, Forecasting and Revenue Management, and Channel
Management .
 These groupings worked well in the Metric Value Map in
understanding areas of focus.
 These groupings needed further refinement to allow the dashboard
to become more intuitive.
 This approach lead to the Strategic Business Drivers of Revenue -
deviation of Room Revenue to Budget, STR Competitive Index -
Deviation of RGI to goals/targets, Profitability - GOPPAR deviation to
budget and Guest Satisfaction - Overall Sat Scores.
 A graphical view of the Strategic Business Drivers, with the ability to
view Time, Brands, Geographical and Functional areas of
responsibility, and by Business Model.
27

28
Upper Left Quadrant
Advanced Metrics, Low
Complexity
Upper Right Quadrant
Advanced Metrics, High
Complexity
Lower Left Quadrant
Core Metrics, Low
Complexity
Lower Right Quadrant
Core metrics, High
Degree of Complexity
Fcst/Rev.Mgt.
•Rubicon/ Price
Shopping
•Group vs.
Tentative
Trending
F&B
•F&B Rev.
•Orc compared
to F&B Rev.
•Meeting Room
Rev.
•Banquet &
Catering Rev.
Channel
•3rd party bookings
TPI”s
•Web booking
Production
•GDS Reservations
•Channel Distribution
•Hotel Direct Bookings
Mkt Segmt
•Segmentation
Business Mix
STR
•RGI
•ARI
•MPI
•ADR
•Orc
•RevPAR
•Day STR
FCST/Rev. Mgt
•Rolling Best Flex Div.
•3 month rolling Rms
& Rev OTB
•Forecast deviation
•TRevPAR
Enhanced
Metrics
Current Data Currently Available by
Key Organizational Level
Data currently available but some key
organization levels are missing
Data currently not
available
Low
High
High
Channel
•CRO Reservations
Fcst/Rev.
Mgt.
•Pick ups
& Pace,
Groups &
Transient
Channel
•Regrets &
Denials by
Channel
•Non-
Opaque &
Opaque
Productivity
•ENER
•Customer
satisfaction
STR
•Trending STR
Core
Metrics
Advanced
Metrics
Productivity
•Room RevTPH
•GOPPAR
•ProfitPOR
•Room RevTPH
Fcst/Rev.Mgt.
•Lost PR
F&B
•RevPAF
•RevPASH
FCST/Rev. Mgt
•Total Rooms on
the books
•Sell out
Efficiency/full
house %
Metric Value Map
Prioritization
1st Phase
2nd Phase
3rd Phase
4th Phase
5th Phase
1st
2nd
3rd
4th
5th
Prioritization based on degree of metric complexity and progression.

Dashboard Wireframe - Guiding Principals
During the Analyze phase leading practice design principles were applied to develop a Room
Revenue Dashboard Wireframe, which consists of a Site Map and Navigational Prototype.
1. Understand the data…
• What decisions will be made with the data?
2. Guide the user…
• Provide gracefully transitions from summary to detail.
• Provide decision-making opportunities along the way.
3. Leverage highly parameterized views…
• Efficiently navigate to and through detail data.
• Be respectful of a user’s selection.
• Return only the data requested and not more.
29

30
Advancing IHG Revenue Management EffectivenessThe discipline of Revenue Management has evolved significantly over the past
3 years. Starting with maximizing demand and progressing to analyzing
business mix and effectively pricing for the optimal balance of RevPAR,
measured in RGI.
Traditional Revenue Management addresses these topics, but does not exploit
the ever increasing speed of economic cycles. When the economy began to
lag in late 2007 it took a considerable time to properly achieve an expectable
forecast accuracy that mirrored what was actually happening to demand.
As the economy is now turning positive, again the ability to quickly adjust to the
rise in demand needs to be effectively exploited. To advance Revenue
Management beyond a narrow room focus other correlating drivers must be
considered. These measures in most cases are foretelling of an organization’s
ability to optimize Revenue Management drivers. These correlative measures
include, Food and Beverage layered with overall Productivity and Profitability
are the next evolution.
IHG Revenue Management has an opportunity to advance its effectiveness by adopting the following:
 Tracking a rolling 90 day trend against each appropriate KPI, allowing for faster reaction to economic shifts.
 Categorizing Room Revenue KPI’s into 4 Strategic Business Drivers; Revenue, STR Index, Guest Satisfaction, Productivity.
 Leveraging Guest Satisfaction scores as a driver of future demand and contributes to Revenue Management optimization.
 Defining, forecast and measure productivity for revenue maximization. Forecasting Food & Beverage and Profitability are essential for IHG
Source: STR 2010

Brand Revenue STR Index Guest Satisfaction Productivity
IHG
+Holiday Inn
+Holiday Inn Express
+Crowne Plaza
+InterContinental
+Candlewood Suites
+Staybridge Suites
+Indigo
+Military
+Bass Hotels & Resorts
Room Revenue Performance – Dashboard Wireframe
Actuals Prior Year Forecast Budget
Property Type
Table View
Toggle from Graphical
to Numeric Values
Defaults to IHG Aggregate
Room Revenue
Updated based
on Brand
selection above
Select Financial Criteria
to be Graphed
Drill into
Category to
access
Productivity
Driver Detail
Actuals have
exceed variance to
Forecast tolerance
level
Geo Map
Toggle from Brand
to Geographic View
Drill into
Brands to
access
Revenue
Scorecard
Click on column
header for metric
definition
Drill into
Category to
access
Customer Sat
Driver Detail
Drill into
Category to
access STR
Index Driver
Detail
Drill into Category to
access Net Revenue
Driver Detail
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Date Range: Jan, 2010 Nov, 2010
Specify Date
Range for
Performance
Data
31
Default to
Aggregate
IHG, select
from
Management
Company,
Owned or
Franchised
Data View
Trending forecast
deviation of greater
than 5% of actuals
for past 3 mths

IHG $7,125,000 95% 4.4 $13, 229
+Holiday Inn $1,500,000 96% 4.4 $9,785
+Holiday Inn Express $1,200,000 105% 4.3 $12,376
+Crowne Plaza $1,000,000 93% 4.5 $17,909
+InterContinental $1,000,000 113% 4.6 $20,677
+Candlewood Suites $750,000 90% 4.5 $10, 356
+Staybridge $650,000 102% 4.5 $11,154
+Indigo $500,000 115% 4.1 $14, 998
+ Military $475,000 98% 4.4 $12,345
+Bass Hotels & Resorts $50,000 91% 4.1 $16,445
Defaults to IHG
Aggregate Room
Revenue
Updated based on
Brand selection above
Property Type
Graph View
Geo Map
Toggle from Brand
to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Toggle from Numeric
to Graphical Values
Specify Date
Range for
Performance
Data
Drill into
Brands to
access
Revenue
Scorecard
Drill into
Category to
identify the
“KPI Owner”
for follow up
action
Actuals have
exceed
variance to
Forecast
tolerance level
Trending
forecast
deviation of
greater than
5% of actuals
for past 3 mths
Select Financial Criteria
to be Graphed 32
Data View
Default to
Aggregate
IHG, select
from
Management
Company,
Owned or
Franchised

IHG $7,125,000 95% 4.4 $13, 229
+Holiday Inn $1,500,000 96% 4.4 $9,785
+Holiday Inn Express $1,200,000 105% 4.3 $12,376
+Crowne Plaza $1,000,000 93% 4.5 $17,909
+InterContinental $1,000,000 113% 4.6 $20,677
+Candlewood Suites $750,000 90% 4.5 $10, 356
+Staybridge $650,000 102% 4.5 $11,154
+Indigo $500,000 115% 4.1 $14, 998
+ Military $475,000 98% 4.4 $12,345
+Bass Hotels & Resorts $50,000 91% 4.1 $16,445
Property Type
Graph View
Geo Map
Toggle from Brand
to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Toggle from Numeric
to Graphical Values
Default to
Aggregate
IHG, select
from
Management
Company,
Owned or
Franchised
Specify Date
Range for
Performance
Data
Drill into
Brands to
access
Revenue
Scorecard
Drill into
Category to
identify the
“KPI Owner”
for follow up
action
33
Revenue Variance % STR Index Variance % Guest Satisfaction Variance % Productivity Variance %
Actual $1,500,000 96% 4.4 $9,785
Budget $1,600,000 $100,000 6.2% 100% 4 4.10% 4.9 0.50 11.30% $11,003 1218 12.40%
Forecast $1,450,000 $50,000 3.4% 99% 3 3.12% 4.8 0.40 9.00% $9,876 91 1%
Graph ViewHoliday Inn

Defaults to IHG
Aggregate Room
Revenue
Updated based
on Region
selection above
Select Financial
Criteria to be
Graphed
Drill into Global
Region to
access Regional
Scorecard
Actuals have exceed
variance to Forecast
tolerance level
Property Type
Table View
to Numeric ValuesGeo Map
Toggle from Brand
to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Default to
Aggregate IHG,
select from
Management
Company,
Owned or
Franchised
Drill into
Category to
identify the
“KPI Owner”
for follow up
action
Trending forecast
deviation of greater
than 5% of actuals
for past 3 mths
34

Defaults to IHG
Aggregate Room
Revenue
Updated based
on Region
selection above
Select Financial
Criteria to be
Graphed
Drill into Americas
Region to access
Territory
Scorecard
Actuals have exceed
tolerance level
Back to
Previous
Level View
Property Type
Table View Toggle from Graphical
to Numeric Values
Geo Map
Toggle from Brand
to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Default to
Aggregate
IHG, select
from
Management
Company,
Owned or
Franchised
Specify Date
Range for
Performance
Data
Trending forecast
deviation of
greater than 5% of
actuals for past 3
mths
35

Defaults to IHG
Aggregate Room
Revenue
Updated based
on Region
selection above
Select Financial
Criteria to be
Graphed
Drill into Americas
Region to access
Territories
Actuals have exceed
tolerance level
Back to
Previous
Level View
Property Type
Table View
Toggle
from
Graphical
to
Numeric
Values
Geo Map
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Toggle from Brand
to Geographic View
Default to
Aggregate IHG,
select from
Management
Company, Owned
or Franchised
Drill into
Category to
identify the
“KPI Owner”
for follow up
action
Comparison
View Hotel
performance by
Region
Trending forecast
deviation of
greater than 5% of
actuals for past 3
mths
36

Back to
Previous
Level View
Property Type
Table View
Geo Map
Holiday Inn Hotels NW
Region
Actual Budget Deviation
9,897,650 10,098,456 2%
Holiday Inn NWA 765,667 888,076 4%
Holiday Inn NWB 998,809 998,809 3%
Holiday Inn NWC 560,989 560,989 8%
Holiday Inn NWD 389,854 389,854 1%
Holiday Inn NWE 897,654 897,654 0%
Holiday Inn NWF 789,065 789,065 3%
Holiday Inn NWG 678,987 678,987 2%
Holiday Inn NWH 576,890 576,890 5%
Holiday Inn NWI 900,087 900,087 0%
Holiday Inn NWJ 576,869 576,869 1%
Holiday Inn SWK 876,700 876,700 2%
Holiday Inn Hotels SW
Region
8,856,799 9,823,467 11%
Holiday Inn SWA 889,876 889,876 12%
Holiday Inn SWB 998,809 998,809 14%
Holiday Inn SWC 560,989 560,989 9%
Holiday Inn SWD 389,854 389,854 11%
Holiday Inn SWE 897,654 897,654 16%
Holiday Inn SWF 789,065 789,065 20%
Holiday Inn SWG 678,987 678,987 8%
Holiday Inn SWH 576,890 576,890 5%
Holiday Inn SWI 900,087 900,087 12%
Holiday Inn SWJ 576,869 576,869 15%
Holiday Inn SWK 876,700 876,700 9%
Holiday Inn Hotels NE
Region
9,897,098 11,234,567 19%
Holiday Inn NEA 889,876 889,876 8%
Holiday Inn NEB 998,809 998,809 7%
Holiday Inn NEC 560,989 560,989 12%
Holiday Inn NED 389,854 389,854 23%
Holiday Inn NEE 897,654 897,654 23%
Holiday Inn NEF 789,065 789,065 21%
Holiday Inn NEG 678,987 678,987 19%
Holiday Inn NEH 576,890 576,890 17%
Holiday Inn NEI 900,087 900,087 13%
Holiday Inn NEJ 576,869 576,869 25%
Holiday Inn SWK 876,700 876,700 23%
Holiday Inn Hotels SE
Region
7,889,999 9,988,661 22%
Holiday Inn SEA 889,876 889,876 24%
Holiday Inn SEB 998,809 998,809 22%
Holiday Inn SEC 560,989 560,989 12%
Holiday Inn SED 389,854 389,854 8%
Holiday Inn SEE 897,654 897,654 7%
Holiday Inn SEF 789,065 789,065 30%
Holiday Inn SEG 678,987 678,987 25%
Holiday Inn SEH 576,890 576,890 27%
Holiday Inn SEI 900,087 900,087 34%
Holiday Inn SWJ 576,869 576,869 10%
Holiday Inn SWK 876,700 876,700 20%
Toggle from Brand
to Geographic View
Revenue Performance Scorecard by Region
37
Revenue STR Index
Guest
Satisfaction
ProductivitySummary

Defaults to IHG
Aggregate Room
Revenue
Updated based
on Hotel
selection above
Select Financial
Criteria to be
Graphed
Drill into
property to
access Hotel
Scorecard
Actuals have exceed
tolerance level
Back to
Previous
Level View
Property Type
Default to Aggregate
IHG, select from
Management
Company or
Franchised
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to Numeric Values
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to Geographic View
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
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Category to
identify the
“KPI Owner”
for follow up
action
Trending forecast
deviation of
greater than 5% of
actuals for past 3
mths
38

Room Revenue Scorecard – Hotel Room Revenue
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo Map
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to Geographic View
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to Numeric Values
Forecast Deviation
Sell Out Efficiency/Full House %
Rolling Best Flex Div.
3 Months Rolling Rooms & Rev OTB
Total Rooms on the Books
TrevPAR
Lost PR
Rubicon
3rd Party Booking TPI
Web Booking Production
GDS Reservations
Channel Distribution +PCR
Market Segmentation/Business Mix
CRO Bookings
Group Vs. Tentative
Opaque and Non-Opaque
Pace Group & Transient
Defaults to IHG
Aggregate Room
Revenue
Updated based
on Region
selection above
Select Financial
Criteria to be
Graphed
Actuals have exceed variance
to Forecast tolerance level
Hotel
List of available
hotels
Trending forecast
deviation of
greater than 5% of
actuals for past 3
mths
39
Specify Date Range for
Performance Data

Revenue STR Index
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Hotel
Business Mix
Business Mix 1st Qt Business Mix 2nd Qt
Business Owner:
Revenue Management 40
Holiday Inn - Fort Lauderdale Beach
Click to drill into
Business Mix
chart to access
supporting data
Click to drill into
Business Mix
chart to access
supporting data

Revenue STR Index
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Forecast Deviation Hotel
List of available
hotels
0
2
4
6
8
Oct Nov Dec
Holiday Inn Fort Lauderdale Beach
Actuals
Forecast
Oct Nov Dec
Actual 350,000 420,000 250,000
Forecast 500,000 480,000 240,000
Deviation 150,000 60,000 10,000
Deviation % 30% 13% 4.10%
Trend Deviation 18%
Trend Threshold 6%
Table view of
trend data
Business
Ownership
Business Owner:
Revenue Management 41

Room Revenue Scorecard – STR Index
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo View
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RGI
ADR
Orc
MPI
ARI
RevPAR
Day STR
Table View
Hotel
List of available
hotels
Occupancy (%) ADR RevPAR /RGI
My Prop
Comp
Set Index My Prop Comp Set Index My Prop Comp Set Index Goal
Current
Month
21.4 30.1 71.1 107.62 115.81 92.9 23.05 34.89 66.1 98.0
3 Months 39.2 46.2 84.7 190.06 144.24 131.8 66.71 74.41 94.3 98.0
Running 12
Months
33.9 41.9 80.9 190.36 155.73 122.2 64.54 65.28 98.9 98.0
Business Owner:
Sales
42
53
153
May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Monthly IndexesDate Range: Jan, 2010 Nov, 2010

Room Revenue Scorecard – Guest Satisfaction
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Guest Satisfaction
OSAT
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Owner” for follow up
action
Hotel
List of available
hotels
2010
Brand Organization Oct Nov Dec Trending Goal Variance
Staybridge Suites 4.7 4.7 4.7 4.7 4.8 0.1
Holiday Inn Express 4.6 4.6 4.6 4.6 4.4 0.2
Indigo 4.5 4.6 4.5 4.5 4.5 0
Holiday Inn Hotels 4.5 4.4 4.4 4.4 4.7 0.3
Crowne Plaza Hotels 4.4 4.4 4.4 4.4 4.4 0
Candlewood 4.2 4.2 4.2 4.1 4.1 0
Inter-Continental 4.2 4.2 4.1 4.1 4.2 0.1
Holiday Inn Hotels 4.4 4.3 4.3 4.3 4.3 0
Crowne Plaza Hotels 4.3 4.3 4.3 4.3 4.2 0.1
Candlewood 4.4 4.4 4.4 4.3 4.4 0.1
Inter-Continental 4.4 4.4 4.4 4.4 4.4 0
Business
Ownership
Business Owner:
Operations 43

Room Revenue Scorecard – Guest Satisfaction
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Guest
Satisfaction
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Guest Satisfaction
Drill into Category to identify the “KPI
Owner” for follow up action Hotel
List of available
hotels
2010 Trending Goal Variance
Holiday Inn Hotels Oct Nov Dec
RETURN 4.5 4.4 4.4 4.4 4.7 0.3
BRAND_LOYALTY 4.2 4.2 4.3 4.3 4.2 .1
VALUE 4.2 4.2 4.2 4.2 4.1 .1
QUALITY_PRICE 3.8 3.8 3.9 3.8 3.8 .0
QUALITY_BRAND 4.1 4.0 4.1 4.2 4.1 1
SERVICE 3.8 3.8 3.8 3.8 3.8 .0
PHY_CONDITION 4.1 4.1 4.1 4.2 4.1 .1
LOCATION 4.0 4.0 4.0 4.0 4.0 .0
APPEAR_EXT 4.1 4.1 4.2 4.2 4.1 .1
APPEAR_INT 3.8 3.8 3.8 3.8 3.8 .0
UTD_APPEARANCE 3.9 3.8 3.9 3.8 3.9 .1
Business
Ownership
Business Owner:
Operations 44

0
5
10
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Holiday Inn - Fort Lauderdale Beach
Actuals
Forecast
Room Revenue Scorecard – Productivity
Revenue STR Index
Guest
Satisfaction
ProductivitySummary
Geo Map
GOPPAR
Room REVTPH
ENER
ProfitPAR
RevPAF
TrevPAR
RevPASH
Meeting Room Rev.
Occupancy compared to F&B Rev.
F&B Rev.
Table View
Hotel
45
Gross Operating profit
per Available Room
Conference and
Banquet Revenue
Per Available Per
Square Ft.
Profit Per Available
Room
Enterprise Net
Revenue Per Night =
Channel, & PCR ADR,
Minus PCR
assessment, comm.
GDS & incentive fees
Room Revenue
Divided by Total
Available Rooms
Total Revenue Per
Available Room
F&B Revenue Per
Available Seat & Hour,
Per Outlet
Actuals
Forecast

Room Revenue Scorecard – Productivity
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Hotel
List of available
hotels
GOPPAR
Oct Nov Dec
Actual 9843 9601 7954
Budget 11990 12889 8234
Deviation 2147 3288 280
Deviation % 17% 25% 3%
Trend Deviation 17%
Trend Threshold 5%
Table view of
trend data
Business
Ownership
Business Owner:
Operations 46

IHG©
• Tools Used: Development sales training, training and traveling with MMD’s, first hand
feedback with owners during presentations, working with the brand to build owner
presentations & scripting
• Before & After: Brand with out strategic direction - To building a foundation to
reposition brand, clean up the estate & start the journey
• Measurement Plan: Achieve 80% compliance
• Program Success: Completed, and on the “Move Up” phase
• Unique Challenges: Owner Participation
• Overcoming Challenge: Bring in Development Sales as part of the presentation
.
Crowne Plaza Refresh

50
And bring
it to life
with a
detailed
plan
We will
differentiate
to drive
guest
satisfaction
and grow
share
And a
positioning
that will set
us apart
CAPTURING THE OPPORTUNITY
We
identified
a distinct
target
audience
We have
a strong
brand,
but trail
competitors

51
OUR GUEST WANTS
A hotel experience that offers…
51
Traveling
For
Success

52
52
HOW DO WE FRESHEN UP?
52
QUALITY
ONE STEP AHEAD
SERVICE TRAINING
GREEN ENGAGE
SLEEP ADVANTAGE
MEETINGS TOOLS
BRAND IDENTITY
Cure all open deficiencies
identified in your management
action plan
Implement i-Clean
Set up Green Engage*
Enroll and use MSTS
Complete Meetings Excellence
eLearning Training*
Implement high turnover items
Implement low turnover items
Implement refreshed bedding
program
Identify Service Training
Champion
Attend Champion’s Workshop
Attend Regional Champion’s
Workshop
Complete Leaders’ Workshop

53
WHAT DRIVES GUEST SATISFACTION?

54
THE ‘BASICS’ ARE CRITICAL
They drive 70-80% of guest satisfaction

56
• Few days post Freshen Up consultation: Area Director sends post meeting recap letter to owner,
management company and GM to help set the expected path to cure and give helpful instructions on
using the MAP process.
• 30 Days Post Freshen Up: Letter sent to owner, management company and GM as to the progress on
their MAP, highlighting percentage of completion and any mislabeled cures customized by hotel, by
each Area Director
• 90 - 120 Days Post Freshen Up – Area Director revisits the property and does a walk through to check
on the follow up and quality of the data provided on the MAP, followed by a written report back to owner,
management company and GM
• 90 - 120 Days Post Freshen Up – If a property fails the QEM for Brand Standards, Cleanliness or Life
Safety a follow up QEM is performed and the above starts over until hotel passes, this will include a re-
inspection fee of $2,500
Crowne Plaza Refresh Follow Up Process

57
• Win: At the half way mark, only one hotel has chosen to not Refresh, due to capital concerns
• Win: Due to the robust focus on the QEM and Brand standards during the Freshen Up visits, 42% of all
Crowne Plazas have failed their QEM, demonstrating how seriously we are taking this process with a
heavy emphasis on each hotel being more consistent within the Brand
• Win: The QEM’s have identified 5570 “deficiencies”, of these hotels have already cured almost 50% or
2713 “deficiencies”. A 90 Day follow up process ensures that the resolutions meet IHG and Brand
standards
• Win: On average each hotel has committed $432,651 in capital to become in line with the Freshen Up
process a substantial commitment
The Crowne Plaza Refresh Wins

IHG©
• Steps To Definition & Mission: Improve an almost 5 year slide in OAST
• Methodology & Tools Used:
– Quality Consultant interviews and traveling on assignment in each region
– New profiling of quality consultant candidates – Work with HR and profiling
tools and exercises
– Review of staffing deployment analysis
– Analyzing outsourcing with LRA
– Staffing waterfall approach with Peer Tepperwien
– Creating and training Inspectors to be Consultants
– Moving toward getting owners to participate in Quality Consultations
.
Re-Envisioning Quality

IHG©
• Before & After: Before a dropping OSAT Score – To first year of improved OAST in
almost 5 years
• Unique Challenges: Moving expectations of entire Quality department in all phases of
work approach
• Overcoming Challenge: Training in consulting and upgrading job perception internally
and externally
.

IHG©
Background and Context
• Currently 40% of IHG hotels fail our quality inspection, 50% fail the first re-inspection and 57% fail the
second re-inspection.
• In 2003 when IHG relied on self-inspections, quality scores dropped significantly, ultimately leading to re-
establishment of the quality team within 24 months.
• IHG has not increased its United States quality team since 2007, although system size grew by 548 hotels
from 2007 to 2012.
• Competing brands like Starwood, Hilton and Marriott have a more timely evaluation process and stricter
penalties for failing hotels. Those chains also have higher guest satisfaction scores
• A regression analysis identified that 1 point in OSAT increase would result in an increase in RGI, which in
turn would lead to $4.6M in additional fees for IHG.

IHG©
Options Evaluated
Created a model that simulates the number of required quality visits, the staffing available and the resulting number of actual visits filled.
Based on this, we built a departmental P&L. We used this model to identify the following options:
Increasing Quality Team Staffing Levels
Currently, the US team has 5,600 working days available but would need 7,800 working days to cover all required visits.
1,100 evaluations are being pushed out, resulting in base visits happening only every 12+ months instead of the scheduled 9 months and
follow up visits happening every 120+ days instead of 90 days as scheduled.
In order to get full coverage, we would have to hire 14 additional Quality Consultants.
Although there are training costs for newly hired consultants, an increase of up to 12 Quality Consultants will more than carry itself after 9
months.
Out-sourcing Quality Base Visits
We looked at out-sourcing our base visits to a leading company which provides services to IHG Europe, Starwood globally, and Marriott
globally.
Costs of outsourcing base visits would exceed the cost of internal visits by about $300 per visit, resulting in a total incremental cost of
$900k.
Outsourcing only certain Brands such as InterContinental Hotels, Crowne Plaza Hotels and Resorts and/ or Hotel Indigo would also
increase the expense to IHG, but less than outsourcing the base visits of the entire estate.

IHG©
Recommendation
Recommendation is to hire 12 IHG employees with no negative affects to IHG’s
P&L within 12 months, allow them to assist us in increasing the frequency in
which we evaluate and action plan with hotels in unsatisfactory, at risk and
reputable categories across all Brands.
We believe by doing this we can have an immediate positive impact on OSAT
and start to establish a more focused IHG culture on quality service and product
throughout our owner community. Thus reducing hotels producing guest
defectors and increasing the attraction of good owners to build hotels with us as
their investment is safe within our Brand families.
By raising OSAT, we expect to increase IHG’s Brand loyalty as well as our fee
streams by having our hotels increase market share.

IHG©
• Program Initiation: Tim Genovese & Shannon Davis
• Steps To Definition & Mission, Methodology: Create an industry leading program for
Architects & Designer to become approved in each IHG brand
• Tools Used: Interviewing other brands to find out their programs, work with each
brand to develop a presentation, work with D&C to build internal presentations by
brand, interviewing owners and their business partners based on a list from Owner
Relations
• Before & After: From “no program” to “best in class” program
• Measurement Plan: Launch of program leading to certified Designers and Architects
• Program Success: Launched with 150 approved Designers and Architects
• Unique Challenges: Internal representative was not organized
• Overcoming Challenge: Took on duties to keep on track and advised director, leading
to a change in staff
.
Design & Construction
Immersion

Introduction – Opportunities &
Benefits
• Owners & IHG losing time and money via
delays
• Owners thinking IHG is costing them time &
money often it is their own Architects &
Designers
• Architecture, design firms need to
understand Brand identity, Brand standards
and learn IHG process
• Promote Brand Loyalty by educating design
providers on the difference in IHG Brands
and the Brand Vision
• Increase ROI for owners by building better
hotels
• Defining the submittal process to eliminate
35% of all project submittals
• Increasing our owners understanding and
perception of IHG
• Better expectations for Architects/Designers
to fulfill their obligation to get Plans approved
• Brand Immersion design meetings, are
standard practice in the industry and provide
a number of benefits that align with IHG’s
goals

Introduction – Opportunities & Benefits
• Guide owners toward a successful construction process by providing a list
of vetted design professionals
• The service providers list for owners will meet the minimum criteria
required of professional qualifications and uphold IHG standards
• The list is updated frequently to remain fresh (both additions and removals)

Qualifications Needed to Attend?
• Degree in Architecture or Interior Design - a minimum of 2 years of hotel design experience
• Non-degreed interior design professionals - a minimum of 5 consecutive years with established interior
design firm
• Must be able to provide full architectural or interior design services (in-house or contracted)
Must meet IHG and Brand requirements by;
• Following Brand Standards
• Correctly utilizing current Brand Hallmarks
• Following design direction of the Brand in use of design concepts,
materials, finishes and furniture
• Complying with submittal format requirements
• Completing required drawings, specifications and presentation
• materials within designated timelines
• Appropriately utilizing Brand Design Schemes (if applicable)

D&C Immersion Specifics
• Legal is engaged - Brand Standard is in consideration for the future - Program Specifications are written
• Tim Genovese is socializing with Owners
• Onetime application fee of $100 - covers only operational costs
• Immersion classes offered once a month
• Targeting 30 attendees at a time
• D&C will maintain and post the list of Architect & Designers who have been vetted through our process
• Attendees leave with binders of brand specific presentations and D&C process information
Members of the IHG Approved Designer and Architect List may be removed from the list by Design and Construction
for the following reasons:
 Non-compliance with Brand Standards
 Failure to follow D & C submittal procedures
 Failure to follow IHG Design Guidelines resulting in more than one resubmittal
 Substantially incomplete documentation in drawing and specification formats
 Unethical or unprofessional behavior
 Have not provided services on an IHG project within past three years

Sample Agenda - Preferred Class Size 30
DAY ONE
7:30 - 8:15 Continental Breakfast
8:15 - 8:30 Welcome and establishment of shared purpose
8:30 – 8:50 IHG Brand Family presentation
8:50-9:20 Brand Standards compliance
9:20-9:50 Brand Design and Website
9:50:-10:10 Break
10:10-12:00 Breakouts Architects – Discuss submittal procedures, schedules, project management,
guiding owners with Brand identity, general project issues and questions
Interior Designers – Working with Brand Design schemes vs custom, submittal procedures, working with
vendors, guiding owners with Brand Identify, general project issues and questions
Lunch
Brand Sessions - Attendees must attend any Brand sessions for projects they are currently approved
for to complete the immersion process
1:30 - 3:30 Holiday Inn, Holiday Inn & Suites, Holiday Inn Resort (ad hoc)
3:45 – 5:45 New Holiday Inn Express prototype - Holiday Inn Express & Suites
3:30 - 3:45 Break - All
1:30 - 3:30 Hotel Indigo
3:45 – 5:45 Crowne Plaza Hotels & Resorts
1:30 – 3:30 Candlewood Suites
3:45 - 5:45 Staybridge Suites
DAY TWO - Optional
9:00-11:00 Optional - Meetings with Plan Review Consultants
to discuss current projects
Attendee must contact their respective
consultant to schedule a meeting.
All Day Optional -Map provided of recommended IHG
hotels for self-guided tour
In the Atlanta area (Model room visits will be
subject to availability.)

Resources & Feedback
• Brand Overviews Per Brand –
1hour presentations
– Intros
– Current Brand perception
– Overview
– Key components
– Brand differentiation
• Brand Presenter Training/Dry
Run
• Model Rooms For Major Brands

Key Dates
• Tim Genovese socializing with the
Owners Association Std’s
Committee Now- Ongoing
• Dry Run Program Day (Internal
staff) - May 7th
• “Select Attendees” Pilot/Beta Test
– May 20th
• Monthly Presentations Start –
June 17th

• D&C Immersion is an industry standard – We are catching up
& improving
• Owners & IHG win with shorter time to complete projects
• Shorter projects saves money for Owners & IHG
• Your teams participation will make for a stronger program
• Presentations start monthly on June 17th
• Potential to “Mandate Standard” Once program is tested for
viability- need brand backing
• Potential use of a “Deal List” for approved
Architects/Designers to let them bid for business
Summary

Scott Bunce 4+ Years Of Innovation

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